Presents an analysis of how thinking on strategy has evolved and what are the likely developments. This work includes chapters on six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty.
This handbook presents an authoritative and up-to-date analysis of how thinking on strategy has evolved and what are the likely developments in the near future. All the contributors are experts in their area, and bring to the topic an understanding informed by many years' experience of research, teaching, and practice. Chapter examine six key areas: Approaches to Strategy, Strategic Analysis and Formulation, Corporate Strategy; International Strategy; Strategies of Organizational Change; and Strategic Flexibility and Uncertainty.
About the Series
Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.
1. Introduction, D. O. Faulkner and A. CampbellPart I: Approaches to Strategy2. The History of Strategy, J. Kay, P. McKiernan, and D. O. Faulkner3. The Boundary of the Firm, M. Slater4. Evolutionary Theory, D. Barron5. Institutional Theory, R. Loveridge6. Technology Strategy, D. Teece7. The Valuation of Strategies, P. Johnson8. The Knowledge-based Approach, R. GrantPart II: Strategic Analysis and Formulation9. Analyzing the Environment, R. Pitkethly10. Strategic Groups, J. McGee11. Scenario Planning, R. G. Coyle12. Analyzing Internal and Competitor Resources, R. Sanchez13. Dynamic Capabilities, S. Tallman14. Strategy Formulation, C. Bowman15. Organizational Learning, J. Child16. Strategy in Service Organizations, S. Segal-HornVolume 21. Introduction, A. Campbell and D. O. FaulknerPart I: Corporate Strategy2. Diversification, M. Goold and K. Luchs3. The Rationale for Multibusiness Companies, C. K. Prahalad and Y. Doz4. The Role of the Centre, A. Campbell5. Mergers and Acquisitions, R. Schoenberg6. Strategic Alliances and Networks, D. O. FaulknerPart II: International Strategy7. International Strategy, D. O. Faulkner8. Global Strategy, A. Rugman and A. Verbeke9. The Multinational Corporation, P. BuckleyPart III: Strategies of Organizational Change10. Managing Change, R. Whipp11. Turnarounds, P. McKiernan12. Organization Structure, R. Whittington13. Organization Renewal, P. WilliamsonPart IV: Strategic Flexibility and Uncertainty14. Game Theory, J. H. Powell15. A Real Options Framework, B. Kogut16. Strategic Flexibility, H. Volberda
David Faulkner is Professor of Strategy at the Royal Holloway School of Management, University of London. His specialist research area is International Cooperative Strategy and Acquisitions on which subject he has written, edited or co-authored a number of books. He is an Oxford educated economist by background and spent much of his early career as a strategic management consultant with McKinsey and Co. and Arthur D.Little.
Andrew Campbell is a Director of Ashridge Strategic Management Centre and active as a consultant on strategic issues for major corporate clients. He is also a visiting professor at City University. He holds an MBA from the Harvard Business School where he was a Harkness Fellow and a Baker Scholar.
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